Holacracy: redefining organizational ontology and epistemology

Purpose This paper aims to examine Holacracy as a self-management system and its implications for organizational theory. By exploring its distinctive ontology and epistemology, the paper explains how Holacracy redefines organizational structures and contributes to organizational change. Design/methodology/approach Adopting a conceptual approach, this essay draws upon existing literature to explore Holacracy’s departure from conventional organizational theories. Findings The paper discusses how Holacracy challenges traditional organizational concepts, defining its holarchical approach, and emphasizing dynamic hierarchies and role-based organization. It also highlights Holacracy’s focus on emergent intelligence, continuous feedback loops and structured knowledge acquisition through roles and organization spaces. By examining its unique ontology and epistemology, the paper offers insights into how Holacracy aligns with an emergent paradigm known as integral, metamodern or teal. Research limitations/implications Further empirical research is needed to assess its practical implementation and long-term effects on organizational performance and employee well-being. Future studies could also explore challenges and limitations associated with adopting Holacracy in different organizational contexts. Practical implications Organizations considering alternative ways of working should examine Holacracy. Implementing Holacracy requires understanding its principles and may involve significant changes, with potential benefits such as increased agility and employee engagement. Social implications Holacracy’s departure from traditional structures and approach to power can have broader social implications and contribute to more democratic and participatory cultures. Originality/value This paper is a pioneering contribution to the under-researched domain of alternative organizational models. It sheds light on the originality and distinctiveness of Holacracy, highlighting its unique approach to hierarchy, role-based organization and consciousness within organizations.